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This paper discusses Vietnam’s economic development for the three decades since the early 1980s, and the changing role that the state played in this process. The success of the first major liberalization step (Doi Moi ) is attributed, in large part, to the microeconomic/structural reforms that occurred throughout the 1980s and to the confluence of economics and politics. This did not continue into the second half of the 1990s when reforms stalled. Since the Asian financial crisis in 1997/98, the pace of reforms has accelerated. This paper argues that, for the reforms to be effective, the state has to be viewed as performing a catalytic role whilst permitting the private sector to contribute directly to economic growth.

This paper discusses Vietnam’s economic development for the three decades since the early 1980s, and the changing role that the state played in this process. The success of the first major liberalization step (Doi Moi ) is attributed, in large part, to the microeconomic/structural reforms that occurred throughout the 1980s and to the confluence of economics and politics. This did not continue into the second half of the 1990s when reforms stalled. Since the Asian financial crisis in 1997/98, the pace of reforms has accelerated. This paper argues that, for the reforms to be effective, the state has to be viewed as performing a catalytic role whilst permitting the private sector to contribute directly to economic growth.

With the downsizing of the military departments, there is increasing pressure to reduce costs and eliminate non-value added and redundant activities. In the personnel security arena, this has translated into the adoption of a risk management philosophy. The cost of personnel security procedures must be balanced against the degree to which they reduce risk. The focus of this paper is empirically to examine whether the screening of personnel security investigations by the Defense Investigative Service (DIS) makes sense from a risk management perspective. Under the current system, the Department of Defense (DoD) military departments and agencies forward a request for a background investigation to DIS. All investigative requirements are completed, a case analyst reviews the case to ensure that it is complete, and then the case is forwarded to the cognizant DoD facility for adjudication. There is potential for reducing the time and cost of clearance processing by having DIS screen favorable cases for the adjudication facilities. This could eliminate the duplication of effort associated with the current practice of having adjudicative personnel review cases which DIS case analysts have previously identified as clean or having minor derogatory information that would not affect the granting of a security clearance. There was, however, no definitive information available related to the potential cost savings of having DIS screen cases or the possible negative impacts of such screening on the adjudicative process. The primary aim of this study was to examine, from a risk management perspective, the feasibility of having DIS screen favorable cases. Of interest was whether the potential cost avoidance derived from a screening program would be outweighed by possible negative impacts on the personnel security determination process.

This study was undertaken to review and suggest improvements to the procedures and notifications used for informing Department of Defense personnel who are the subject of an adverse personnel security determination. Samples of notifications for handling adverse determinations were obtained and evaluated. The report recommends a number of procedural improvements and providing improved guidance to assist individuals in responding to a preliminary adverse personnel security determination. The importance and impact of notifications are discussed as well as how the recommendations, if implemented, would improve notification and appeal processes. (MM)

This study was undertaken to assess the advisability of establishing an independent board or boards for the appeal of adverse personnel security determinations in the Department of Defense. Current appeal procedures are described and assessed. Alternatives for more independent appeal procedures are presented, including their advantages and disadvantages relative to current procedures. Adoption of component-level appeal boards to recommend to achieve more independent due process. The report also provides specific recommendations for improving the fairness of appeal procedures.

This report presents the results of a survey designed to describe the shape of current Security Awareness Training and Education (SATE) programs in DoD, focusing on the military services. Overall, the security representatives who were interviewed rated their SATE programs as moderately successful. However, five areas are identified where modest changes could improve the effectiveness of such programs. They are: instructional media enhancements, security manager training, SATE policy and requirements, security manager support, and security inspections. Recommendations in each of the five areas are presented.

The Defense Industrial Security Program (DISP) was established to ensure that classified information released to industry is properly safeguarded. It encompasses approximately 12,000 contractor organizations and 900,000 cleared employees. With regard to the protection of classified government information, the heart of the DISP is the security program in place at each of the contractor sites. Facility security officers (FSOs) play a key role in translating Department of Defense (DoD) security requirements into organization specific Standard Practice Procedures that serve as the security manuals for defense contractor sites. FSOs are tasked with implementing and maintaining security programs that meet DoD security requirements as presented in the DOD 5220.22-M, Industrial Security Manual for Safeguarding Classified information (ISM). However, rules and procedures alone do not guarantee acceptance and compliance by cleared employees. FSOs must ensure commitment to security requirements through support from management and other key groups, and through security education and training programs. FSOs must be effective managers if their programs are going to be successful. Keywords: Military publications; Periodicals; Reports., Prepared in cooperation with HumRRO International, Inc.

The purpose of this study was to determine the mechanism by which monetary incentives influence goal choice, goal commitment, and task performance. It was hypothesized that monetary incentives influence cognitions that determine these events. One hundred and thirty subjects recruited for a work simulation study were assigned randomly to groups that differed in terms of the magnitude of incentive offered for various levels of performance. Overall the results suggest that the effects of monetary incentives on goals and performance may be explained, in part, by their influence on the process of goal choice. Goal choice and commitment were positively related to performance. Also, goals mediated the effects of incentives on performance. A research model is proposed for use in predicting performance. Keywords: Goal setting, Motivation, Expectancy theory.

The investigation evaluates the effectiveness of simulated-task, augmented feedback on acquiring a physically complex, continuous three- dimensional psychomotor skill. Since the device designed to provide the feedback was an arc-welding training simulator, the study also evaluates its training effectiveness. Data from the study support the hypothesis that simulated-task, augmented feedback is significantly superior to that provided by the task itself.

Work strategy refers to the plans and methods that workers use to do the tasks which are required by a job (e.g., scheduling rest periods, pacing the work, setting goals), and is a potentially powerful variable within the work environment. Research to date on work strategy suggests that a taxonomy of work strategies and a determination of the relationships between them and other work variables (e.g., ability) can add much to our understanding of worker productivity and motivation. A model of work strategy was developed which proposed several theoretical relationships between work strategy and other important work variables. A empirical investigation into some of the relationships suggested by the conceptual model was also conducted which involved 128 people employed to perform a data coding task in a simulated work environment. Work strategy was defined here as the length and frequency of rest periods taken by workers. The relationship of rest periods to task performance as well as to the worker's ability and choice of performance goals was explored. Results showed that there was a negative relationship between rest periods and task performance as well as between rest periods and goals. Contrary to other research, there was not an optimal rest period which balanced relief from fatigue against time away from the task. Rest periods can serve as a useful measure of work strategy, but other measures, such as pace of work, should be tested as well as other relationships between work strategies and work variables. Wage incentive and goal setting programs should be implemented in a variety of organizations to study work strategy and productivity.

This study addressed the relationships between employee perceptions of organizational effectiveness and managerial, organizational, and satisfaction variables. Questionnaires designed to measure work center effectiveness, organizational climate, job characteristics, supervisory influence, managerial practices, job satisfaction, role stress, and work occurrences were administered to a sample of 1607 employees drawn from all hierarchical levels at four Public Works Centers (PWCs) in the U.S. (including Pearl Harbor); the PWC in Yokosuka, Japan; and the PWC at Subic Bay, PI. Results indicated that (1) managers and supervisors were generally more positive as to work center performance, management efficiency, and organizational character than were workers, (2) perceptions of management effectiveness are affected more by specific job-related concerns than they are by non-job-related managerial practices, (3) well defined job responsibilities and feelings of esprit de corps contribute most to empolyee satisfaction, and (4) employees are motivated by work occurrences that reflect personal concerns (e.g., feelings of accomplishment) and demotivated by those that reflect task-related concerns (e.g., equipment problems). (Author), See also Rept. nos. NPRDC-TR-79-9, AD-A066 190 and NPRDC-TR-80-8, AD-A079 541.

The present study investigated the relationships between various individual and organizational variables and perceptions of role stress. Role stress can be of two types: (1) role conflict, which results when an individual has incompatible demands made upon him; and (2) role ambiguity, which exists when an individual is uncertain of what is expected of him. Questionnaires designed to measure role stress, organizational climate, job characteristics, values, managerial practices, and organizational effectiveness were administered to a sample of 1607 employees drawn from all hierarchical levels at four Public Works Centers (PWCs) in the U.S. (including Pearl Harbor), the PWC in Yokosuka, Japan; and the PWC at Subic Bay, Philippines. Results revealed that (1) workers perceived more role ambiguity than supervisory personnel; (2) perceptions of role stress differed across cultures, but differences were not related to specific cultural values; (3) role stress was related to organizational climate, job characteristics, and managerial and supervisory practices; (4) role ambiguity was more strongly related to organizational climate and general job characteristics, whereas the role conflict was more strongly related to specific job characteristics; (5) role ambiguity, unlike role conflict, was a substantial contributor in predicting intrinsic satisfaction; and (6) role ambiguity was related to workers' perceptions of work center performance. (Author), See also Rept. no. NPRDC-TR-79-9, AD-A066 190.

Specifically, the purpose of the study was to: (1) identify the value systems of personnel from centers located in different cultures, (2) examine individuals at different organizational levels (management, supervision, and labor force) for differences in value orientations and perceptions of organizational characteristics, (3) determine the degree to which personal and job values influence or are related to evaluations of one's job, and intrinsic and extrinsic job satisfaction, and (4) assess the relationship between the perceived compatibility of superordinate-subordinate value orientations and job satisfaction. Results revealed that: (1) both personal and job values of the work force at the centers overseas differed from each other as well as from workers in the U.S. centers, (2) centers differed with respect to organizational attributes, but these differences were not systematically related to value profiles, (3) supervisors' and managers' values were homogeneous across center locations, (4) values were not predictive of job satisfaction nor did they moderate the relationship between job attitudes and job satisfaction, and (5) when employees were asked about general value agreement between workers and supervisors, perceived disagreement was associated with lower levels of job satisfaction.

Navy repair activities are facing an increased workload at a time when the work force is being reduced. The demand for intermediate ship repairs is also increasing as periods between overhauls are extended. In response to this problem, researchers at the Navy Personnel Research and Development Center analyzed the operation of the intermediate maintenance system at San Diego to determine how productivity could be enhanced within these new requirements and constraints. Researchers used a sociotechnical systems design method to analyze the present system functioning, identify problems and causal factors, generate and choose alternative system designs, and evaluate then on site. The revised design was effective in improving the quality of information input to the repair system and in reducing the number of rejected work requests as well as the time required for planning. The design changes also reduced the time needed to screen work requests, to assign them to repair activities, and to make firm decisions regarding work acceptance. The sociotechnical systems design method is a valuable tool for productivity improvement in this and other military settings. Keywords: Organization design, System performance, Productivity, Shore Intermediate Maintenance Activity(SIMA), Military organizations.

The level of productivity growth in the United States required to maintain our standard of living, provide for the national defense, and reduce the federal deficit can be realized only through increased efforts by organizations to improve their efficiency. At the individual level, attempts to improve productivity have generally included efforts to improve employee performance. This desired increase in productivity can, however, yield unintended outcomes. A s result, paralleling this increased productivity emphasis has been an increased interest in the mix of positive and negative effects of work and the work environment on the individual employee. Two areas of particular interest to researchers in recent years have been job satisfaction and job stress. The purpose of this study was to determine the relationships among monetary incentives, performance, job satisfaction, and perceived stress. The potential of monetary incentives to increase performance, together with their use in a broad spectrum of industries, has made incentives an important factor in the study of job satisfaction and stress. The current interest in productivity improvement makes the study of incentives doubly important.

This report describes the process and results of designing a group wage incentive system for production workers at a naval shipyard. The system provides periodic cash awards to groups of civil service workers performing above standard. A separate but similar system for first-line supervisors also was designed. Key features of the organizational detting that were considered in the design of these systems are discussed. Examples of award calculations and report layouts for the automated system are presented. Keywords: Productivity, Industrial workers, Incentive awards, Efficiency.

The objective of the present effort was to develop an efficient computer program to analyze the data generated by use of semi-structured data collection techniques such as ECHO. A review of software packages, both those developed at NAVPERSRANDCEN and those available commercially, revealed that no program existed which satisfied the project requirements. Therefore, the development of a comprehensive computer program was undertaken. This program was designed to satisfy the data analysis requirements of the ongoing ECHO project and to be useful to other investigators employing open-ended question techniques such as ECHO. A computer program called GURU was developed. The program provides extensive descriptive statistics of categorized data and allows great flexibility in comparing various groups of respondents as well as different classifications of the same data.

The primary purpose of this investigation was to design and employ an inventory to collect information from a sample of Navy managers describing their perceptions of various leadership techniques. A secondary purpose was to assess the inventory itself, using the results of this assessment to further develop and refine the inventory. An instrument called the Management Techniques Inventory (MTI) was developed. It contains sections in which the respondents rate the familiarity and usefulness of 12 management techniques, the appropriateness of these techniques to solve 10 specific problems, their skill in solving the problems, and demographic information. The MTI was administered to a sample of Navy officer and civilian managers. Overall, the techniques which were rated as most familiar were also rated as most generally useful. On the average, the techniques chosen as most familiar were the more traditional, straightforward ways of influencing behavior, while the more contemporary, sophisticated techniques received lower ratings on these dimensions. The results suggest that there is a need within the Navy to impart knowledge and skills to managers regarding contemporary management techniques and problem solving. It is further concluded that the MTI has usefulness as a management assessment tool and potential usefulness as a management training tool.

The relative effectiveness of using adaptive and nonadaptive (fixed) strategies to facilitate acquisition of a physically complex psychomotor skill was investigated. In addition, task and practice difficulty levels were studied. Sixty subjects were each given pre- and posttraining tests and the data were evaluated by analysis of covariance. Results suggest no significant difference between fixed and adaptive techniques for the skill studied. The results are discussed and recommendations made. (Author)